New Directions for Higher Education, Re-examining General Education, No. 124 / Edition 1by Sherry L. Hoppe
Pub. Date: 02/06/2004
This volume provides a source for doctoral students who want to know the nature of higher education administration, for professors who seek insight into the roles and functions administrators fulfill, and for administrators who want to learn more about how to be effective in their jobs. Composed of chapters written by experienced academic administrators, this
This volume provides a source for doctoral students who want to know the nature of higher education administration, for professors who seek insight into the roles and functions administrators fulfill, and for administrators who want to learn more about how to be effective in their jobs. Composed of chapters written by experienced academic administrators, this volume offers insight into the complex and vital role that administrators play in the academy. Not only do readers learn that effective academic administration is at the heart of the entire academic enterprise but also that effective administrators possess a blend of perserverance, dedication, imagination, problem-solving skills, knowledge about myriad aspects of the academy, human relations skills, political savvy, and determination.
This is the 124th issue of the quarterly journal New Directions for Higher Education.
Table of Contents
EDITORS’ NOTES (Sherry L. Hoppe, Bruce W. Speck).
1. Identifying and Nurturing Potential Academic Leaders (Sherry L. Hoppe)
Ensuring a pipeline of new academic administrators requires careful identification of candidates with desirable characteristics and multiple ways to develop needed skills.
2. From the Other Side of the Academy to Academic Leadership Roles: Crossing the Great Divide (Patricia C. Land)
Shrinking pools of applicants and changing leadership requirements for chief academic officers may open doors for aspiring academic leaders outside traditional career paths.
3. Six Critical Issues for Midlevel Leadership in Postsecondary Settings (Gary L. Filan, Alan T. Seagren)
Six principles of leadership form the basis for training at the Academy for Leadership Training and Development in Arizona.
4. The Role of Professional Development in Preparing Academic Leaders (Shirley C. Raines, Martha Squires Alberg)
Academicians-turned-administrators need professional development to facilitate their transition and to prepare them to serve effectively.
5. The Role of Doctoral Programs in Preparing Faculty for Multiple Roles in the Academy (Bruce W. Speck)
Doctoral programs currently prepare faculty for research and scholarship but fail to include preparation for collegiality and service, thus leaving faculty with deficits in areas requisite for administrative roles.
6. Faculty Governance and Effective Academic Administrative Leadership (Susan Whealler Johnston)
Effective academic administrators need to understand and respect the role of faculty governance in decision making and in achieving desired ends in the academy.
7. Selected Legal Aspects of Academic Administrative Leadership: An Orientation for New Academic Administrators (Charles R. Jenkins)
Academic administrators face an almost overwhelming body of legal parameters governing their actions. This chapter is a good primer for those new to leadership roles in the academy.
8. Promoting Diversity in Academic Leadership (Oscar C. Page)
Servant leadership can form the basis in colleges and universities for a commitment to a diverse culture where constituents’ needs are recognized and served.
9. The Rewards of Academic Leadership (Christina Murphy)
Extrinsic rewards for academic leaders are easily identifiable but may provide less motivation than intrinsic factors in influencing commitment to organizational and societal priorities.
10. Bedside Manner and Effective Academic Administrative Leadership (Daryl Gilley)
Effective bedside manner hinges on an understanding of the personalities of the varied characters in a college or university’s landscape and a willingness to adapt communication and interpersonal interactions to fit their needs.
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